Introduction
My professional identity is a set of personal characteristics that fully realize my potential in work and activity. The formation of my identity depends on the core values such as desire, motivation, cognitive abilities, and communication skills – the ability to ‘find a common’ language with people and ‘smooth out’ conflicts. In addition, I differentiate myself with the profession, the goals and objectives of the company, and other colleagues. As a leader, I can set goals for the activity, determine the ways and means of achieving them, and be responsible for its implementation consequences. Consequently, I demonstrate the professional maturity of the individual and a necessary condition for successfully overcoming the difficulties of adaptation, crises, and several other problems in the activity process.
Moreover, my professional identity is a product of long-term personal and professional development. It is formed based on the ideas like understanding my role, the importance of the company, a competent approach to the social and professional environment, and developing fundamental concepts about activities and qualities based on a valuable manager. Thus, professional identity is influenced by such core values as views and judgments concerning the company’s values, seeing its strengths and weaknesses. Besides, I try to realize my potential in the best light in a specific organization, understand how to build positive relationships with colleagues, resolve conflicts.
Leadership Attributes Development
In my opinion, a professional chief can set personal goals and tasks is fundamental to developing leadership. As a leader and manager in the company, I wish to be an example, a model, and an inspirer for people, to be able to motivate them and charge with positive energy. To do this, I need to demonstrate my competence and thirst for knowledge, confidence, determination and perseverance, energy and a positive outlook on things, and passion for the work. In addition, such qualities as persistence, courage, resistance to problems, and the ability to control the situation will help me see the whole picture and eliminate misunderstandings and any shortcomings. I should try to be open and charismatic, attentive to details and minutiae, listen to suggestions, ideas, and feedback from other people, analyze them and act on them. Consequently, it is necessary to go through a long and thorny path to the cherished goal – to become a professional, a specialist in the field.
Organizational Structure Diagram
The mission and vision of nurse competencies at the micro-level refer to everyday practice and daily tasks, creating positive environments, building positive relationships with colleagues and patients. In such aspect, the philosophy of the statement directed at improving client health outcomes is professional, personal qualities of a leader, which manifested in the development of improved methods of treating patients. Strategies, plans for the introduction of organizational, political aspects are developed at the meso-level. The professional nurse’s role, mission, and vision at this level is responsible for the management, integration, and distribution of staff, providing the necessary knowledge and tools. The philosophy of the statement is the implementation of competent patient care by the above elements. The nurse’s mission at macro-level implies the provision of innovations for nurses in the national and international aspects. The vision of this concept is forming and developing shared values, principles, and strategies in the field of medicine and healthcare by a professional. The philosophy of the statement is searching and developing strategies in the healthcare system (Storey & Holti, 2019). Thus, medical care is effective and efficient; patients feel better when micro -, meso-and macro-levels function successfully about each other.
Identifying and Quantifying Quality Issues – Techniques and Strategies
Despite the efforts made, modern medical institutions are still far from constantly providing high-quality care to patients. There are several problems and obstacles in the implementation of high-quality support and treatment. According to the RESET project, it is necessary to follow specific methods and strategies to identify and quantify quality issues that impact outcomes in the clinical microsystem (O’Leary, 2019). Firstly, a manager cannot do without conducting a study of the implementation and adaptation of additional measures to improve patient care under the guidance of mentors at several facilities. Secondly, a leader should evaluate the impact of a set of interventions on the atmosphere of collaboration and results for patients related to safety, patient experience, and the effectiveness of care for medical patients. Further, it is also necessary to analyze the influence of contextual factors on the intensity and accuracy of the work (O’Leary, 2019). This will significantly improve the quality of teamwork and the results of patient treatment.
Standards that Influence the Quality Improvement Initiative
The standards that affect the quality improvement initiative include the following elements. First, it is necessary to identify the problem and choose the correct quality improvement initiative for a clever solution. Second, a manager should highlight the goal that needs to be achieved, namely, to improve the quality level with the help of the initiative and then identify the tasks. Third, a nurse-leader can conduct a thorough analysis of targeted improvements in return on investment and profitability, provide his research’s initial and actual data, and create a clear idea of the solution to the problem.
Influence of Communication Techniques
Communication techniques to include staffing assignment challenges, delegation, supervision, and prioritization impact quality improvement as a nurse leader within the context of a multi and interdisciplinary team. The above methods and techniques help the nurse-leader exercise competent control of employees and influence them to ensure a favorable work environment and effective patient care. A professional in this field can maintain interprofessional relations for joint decision-making. In addition, the manager can set priorities, see a complete picture of the general or specific situation, set goals and objectives for employees. Thanks to the professional competencies, trust, and respect of subordinates, the senior nurse is able to maintain employees’ motivation, commitment to work, affect their satisfaction, improves teamwork, and reduces conflicts (Jankelová & Joniaková, 2021). Consequently, competent cooperation with colleagues directly affects the safety of patients and the quality of care. Leadership and support of a nurse leader create ideal working conditions, increase productivity, and strengthen the position through specific communication techniques.
Dependence of the Theory of Change on Environmental and Cultural Dynamics
The theory of change depends on cultural and ecological dynamics due to such aspects as non-static, instability and rapid pace of development. Cultural development takes place in the culture of space and time. Its sources are innovations, re-evaluation and cultural experience, borrowing, purposeful imitation, and spontaneous dissemination. Environment dynamic determines the implementation of strategic changes and the allocation of resources due to the unpredictability and uncertainty of the environment (Varnum & Grossmann, 2017). All changes in history, culture, and nature have certain stages and can manifest themselves in an evolutionary and cyclical process.
References
Jankelová, N., & Joniaková, Z. (2021). Communication skills and transformational leadership style of first-line nurse managers in relation to job satisfaction of nurses and moderators of this relationship. Healthcare, 9(3), p. 346. Web.
O’Leary, K. J., Johnson, J. K., Manojlovich, M., Goldstein, J. D., Lee J. & Williams M. V. (2019). Redesigning systems to improve teamwork and quality for hospitalized patients (RESET): study protocol evaluating the effect of mentored implementation to redesign clinical microsystems. BMC Health Services Research, 19(1), p. 293. Web.
Storey, J., & Holti, R. (2019). Innovating healthcare: The role of political, managerial and clinical leadership. Taylor & Francis.
Varnum, M. E., & Grossmann, I. (2017). Cultural change: The how and the why. Perspectives on Psychological Science, 12(6), pp. 956-972. Web.